Phillips & Jordan Inc. is a family-run, Knoxville, Tenn.-based civil contractor that tackles the country's toughest, most prominent and riskiest jobs, including emergency response and disaster cleanup from hurricanes, tornadoes and floods.
这位62岁的私人私人保险公司避开了公众的关注，但在最引人注目的项目上蓬勃发展。新利18备用网址
该公司预计在20 3亿美元的收入14, with 30% to 40% gains in 2015 and 2016, aided by client partnering and repeat business with few bid protests and lawsuits, says firm President J. Patrick McMullen.
World Trade Center
2001年9/11袭击后，纽约市世界贸易中心的法医恢复和碎片处置负责恢复和碎片处置。该项目包括与史坦顿岛的2200英亩的新鲜杀人杀人垃圾填埋场以及43,600名政府劳动力，16名政府劳动力（机构和四个分包商。
The company spent 1.7 million man-hours removing and processing 1.4 million tons of debris, including evidence and body parts that helped identify 239 victims. Early job estimates called for $125 million over two years, but P&J finished the work within 321 days for $63 million by segregating and simplifying the workflow.
"[The Army Corps of Engineers] was overwhelmed with the amount of debris as well as the number of contractors coming in and telling them they had the solution. They were looking for someone to turn down the noise in their ears so they could do their job," says Ben R. Turner, former P&J president and CEO, who stepped down in 2013, after 19 years. "We took something that was in disarray and had it running like a finely tuned machine."
P＆J是罕见的非新约克地区公司，具有重大清理作用，部分原因是其1992年的Andrew Andrew清理经验。
P&J created picking stations that placed debris waist-high on conveyor belts, thereby reducing fatigue level and increasing productivity. There were also evidence facilities, a mess hall and hygiene stations, plus greenhouse structures that kept workers warm and dry. The Corps honored the company as its national contractor of the year in 2002 and asked the firm to develop a federal debris-management guide for future similar events, says Turner.
The Corps tapped P&J three years later to clean up after Hurricanes Katrina and Rita battered the Gulf Coast. The 24-month project removed, sorted and recycled 10.7 million cu yd of debris while performing 1,200 demolitions and repairs of damaged levees in hard-hit areas of New Orleans.
麦克马伦说：“我们在挑战方面蓬勃发展。我们是基于成功完成不可能的工作，从字面上通过障碍来创新的。”“在全国各地的数十年中，我们已经接受了数十年来艰难而艰难的工作的培训。”
田纳西河谷管理局（Tennessee Valley Authority）（一个十年的P＆J客户）雇用了该公司清理田纳西州的金斯敦（Kingston），在2008年的Dike Rupture派出了11亿加仑的煤灰泥，跨300英亩，进入埃默里河（Emory River）。承包商使用定制的铁路运输系统在阿拉巴马州联合镇的箭头垃圾填埋场处置了材料，该系统要求每次旅行后都需要洗车和去污染。这项耗资9500万美元的项目于2010年完成，派出了39,760辆汽车，拆除了400万吨煤灰浆。
P&J also managed more than 700 workers for Mississippi and Florida waterway skimming and shore and offshore cleanup after BP Deepwater Horizon's giant oil spill in the Gulf of Mexico in 2010. A year later, the firm removed and disposed of 1.1 million cu yd of debris from a 200-mph tornado that carved a 1-mile-wide, 6-mile-long path through Joplin, Mo.
在今年早些时候，由北卡罗来纳州夏洛特市的另一位长期长期的南方客户雇用了北卡罗来纳州的杜克能源公司（Duke Energy），今年早些时候，煤灰岩溢出到了丹河（Dan River），使用了驳船安装的真空疏and，去除了2500吨由2500吨灰烬。48英寸的破裂。公用事业公司退休的Dan River Steam Steam站的雨水管道
"No two emergencies are ever the same," says company CEO William T. "Teddy" Phillips Jr. "You build upon past experience, learning something new each time, and develop a body of knowledge."
Strategic Tracking
2011年，P＆J为紧急响应工作创建并实施了一个名为Storm或“恢复材料的战略跟踪”的内部自动碎片管理系统。它使用与智能手机和手持设备兼容的基于Web的软件系统简化了项目跟踪，报告和核对。
该软件系统捕获，记录和测量数据，例如时间和日期，工人和分包商，设备和卡车以及废物的类型和数量。Storm依靠照片，条形码扫描和卫星跟踪来进行准确的实时进度报告，并轻松地导出了电子表格。
"We understand the production rates, quantities and environmental factors. We bring more of a construction-management model to disaster recovery," McMullen says. "We are accustomed to going someplace else to work for long periods of time."
Licensed in all 50 states and specializing in negotiated, prime-contracting, P&J has thousands of prequalified, experienced subcontractors that can mobilize 24/7 after disasters.
The contractor has emergency-response contracts with scores of U.S. municipalities. P&J executives lectured on urban disaster cleanup at Harvard University in 2012. "P&J is technically savvy and understands the risks," says Ron Oakley, a former board member who now is chief operating officer of contractor M+W U.S. Inc. "They know where to get support and which subs are good."
More Markets
Emergency response is only one piece of P&J's revenue. Work also includes underground utility installation, erosion control, storm drainage and landfill management. The company will record an estimated 2.5 million man-hours of work in 2014 in markets that include power, energy, oil and gas, heavy civil and transportation.
承包商的自我表现最多可占其工作的80％，在七个州的九个办事处拥有1,000件设备舰队和1,000人劳动力。菲利普斯说：“我们经常在项目的底楼，而不是进行艰苦的出价和提案请求。”新利18备用网址“我们总是为其他人不想做的事情做好准备。我们经常在偏远的农村地区工作，而没有任何基础设施。”
Much of P&J's work still revolves around earth moving and land clearing. Last year, it replaced a 200-ft section of U.S. 441 that was wiped out by a landslide in Great Smoky Mountains National Park. The $4-million project in North Carolina excavated 27,000 cu yd and filled the area with 40,000 cu yd of crushed stone, sandwiched in 1.5-ft layers between geogrid.
P&J推出了几个企业,including a joint venture with North Creek Energy called Solar Jack LLC to market a solar-enhanced, variable-speed system that allows oil producers to capture regenerated energy from pump jacks. It cuts maintenance costs by 75% and power usage by 55%, the company claims.
The firm also partnered with the Siboney Group and PBA Holdings in the Hydrozonix LLC venture, a mobile water-treatment service for oil-and-gas exploration.
The chemical-free process is contained in a trailer that uses advanced oxidation through ozonation, hydrodynamic cavitation, acoustic cavitation and electro-chemistry. The system can treat 80 barrels per minute during live fracturing operations as well as during post-frac flowback. Turner now is president of Hydrozonix.
业务多样性有助于P＆J保持0.5的债务股比率，债券的债券能力为5亿美元。该公司的强大财务因素部分是由于其管理软件，该软件统一和组织会计数据，包括合同，工资单，工作成本和应付账款，同时为区域办事处提供在线成本管理支持。新利18备用官网登录
P&J additionally has a captive insurance program with similarly minded-contractors, such as Williams Brothers Construction Co. Inc., Houston, which "has paid huge dividends after high premiums and exclusions had hurt business," says McMullen.
P&J's largest dividends may come from a loyal and experienced management team composed of 25- and 30-year company employees. "We don't really lose people," says Ronnie Jordan, vice president of business development. "People are treated really well here. And they enjoy what they do."
保留部分原因可能是一个组织严密的全家ly atmosphere. Jordan is the nephew of co-founder Ted Jordan. Phillips Jr. began working for the company in third grade. His father, William T. "Ted" Phillips Sr., now 83, remains company chairman. A native of Robbinsville, N.C., Phillips Sr. started the land-clearing business with Jordan in 1952.
An aviator, Ted gained a competitive edge by surveying clearing jobs by plane, according to Oakley. He was also one of the first to embrace GPS on equipment.
The company evolved and grew, going public in 1970, after selling to Kanab Services. Phillips Sr. bought it back in 1985.
小菲利普斯（Phillips Jr.
"We just can't say no when people want our services. When the recession hit, our private work dried up, and we concentrated our core business on the markets that will be thriving for the next three to five years."
